Healthcare Strategic Growth Blog

Become Your Own Best Advocate with Trackable, Data-Based Reporting

By Jennifer Keller

As with any area in business, marketers and strategic planners must be able to prove the value of their work to leadership. Yet with their reputation as a cost center, these teams feel more pressure to demonstrate positive financial impact. Essentially, marketers and planners must be adept at marketing their own achievements if they want to gain approval for new initiatives and see their budgets grow year over year. This is particularly true in healthcare, where budgets are tightening and facing closer scrutiny.

In this post, we’ll discuss tools and strategies that healthcare marketers and planners can employ to show they are valuable contributors to growth. We’ll also cover some real-world examples of teams facing common challenges finding success, proving their worth, and driving growth. Let’s dig into two key ways to make your team indispensable.

Identify How Stratasan’s Software Can Most Effectively Meet Your Needs

Is your team equipped with the right tools to analyze data and execute your strategic plan? Do you have access to the expertise you need when looking to identify growth opportunities? Take this short quiz and identify which tools and services can improve your team alignment and promote strategic thinking.

With this quiz you'll receive:

• Immediate feedback about which of Stratasan's software and services are the right fit for your needs
• Answers about where to turn for improved data intelligence
• Insights about how to more effectively align your team and see growth results

Does your hospital have a good strategic planning process in place? How frequently is the plan updated and does it impact your day-to-day work and growth planning? Take this short quiz and find out how your team is doing with strategic planning!

With this quiz, you'll receive:

• Immediate feedback as to how good your team is at strategic planning
• Tips and best practices for improving your strategic planning process
• Insights about the value of strategic planning to meet growth, quality, service, and physician relations goals

Overcome Market Share Myths and Kickstart Growth

By Lee Ann Lambdin

It is true that patients will go to the hospital closest to them IF all other factors are equal.  But the reality is — all other factors are typically not equal. Here’s what we’ve found to be true when it comes to driving hospital volume:

By Tony Camarata

Has this ever happened to you? You walk into a strategy meeting with your strategic plan, ready to plan for the future, but walk out with a long list of to-dos instead? The meeting that was supposed to be used to chart your future growth strategy is spent asking and attempting to answer questions about past performance. Your organization’s key stakeholders need to know more insight into certain figures and also have requested intelligence that wasn’t prepared in advance, but they are not the right audience to jump into Excel pivot tables.

Storyboards will eliminate this problem with live meeting facilitations.

Launch Pathway is a data visualization tool that lives on top of state data. The Storyboards feature enables you to take snapshots of market share, service lines, payor mix, and maps of your facility and add them to presentation-ready decks within minutes, all within the application.

Maintain a Growth Mindset in the Face of Tightening Margins and Shrinking Departments

By Lee Ann Lambdin

As healthcare margins continue to tighten and consolidation remains a reality for many small hospitals, numerous marketing professionals are feeling the need to validate their impact by developing marketing strategies based on reliable, data-based intelligence. The pressure is on to stretch marketing dollars as far as possible, and it’s important for marketing outreach to be focused and data-based. 

Marketers and strategic planners alike are facing a new reality that requires them to do more with less. Many who have marketing in their title are also responsible for planning and strategy as well, and it’s apparent that this phenomenon is due to one of two things:

• Either there was never a planning position or strategy has increasingly become a more important function for the hospital or health system so this job was given to the department that made the most sense: marketing.
• Or, the planning position was eliminated over time and the function was consolidated with the marketing function.